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Credit union members and other banking consumers are willing to pay for digital banking services.
Credit unions seek technology that fits today's digital oriented and member-centric world.
New white paper from CSCU gives credit unions the overall picture of the mobile wallet marketplace.
Credit unions combine video tellers and mobile banking to take self-service to a new level.
Latest technology updates for credit unions and financial experts.
New report shows increased consumer savings happening due to ease of digital/mobile money transfers.
New technology alliances are announced for mobile loan origination and cloud systems.
Don’t let smartphone addiction undermine productivity.
A large remittance business merges with Ant Financial.
A new survey reveals how much consumers use their smartphones but do not use their mobile banking apps.


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Greg Wasson gambled away a total of about $60 during the 2 1/2 years he lived in Las Vegas. All of it came while he was parked at some low-stakes slot machine, waiting for his out-of-town guests to wrap up their requisite casino visit.
Wasson, 53, says he doesn't have the stomach to gamble.
But since the small-town Indiana native rose to the top job atWalgreen Co.in February 2009, he is earning a reputation for making big bets and taking risks.
First came the 2010 acquisition of the New York-based pharmacy chain Duane Reade Inc. for $1.1 billion, which at the time was the largest deal completed by the traditionally conservative Deerfield-based drugstore operator.
In early 2011, Wasson shelled out $429 million to buy Drugstore.com, a deal meant to augment Walgreen's online presence.
Late last year, he made the decision to walk away from more than $5 billion in annual business tied to the pharmacy benefits manager Express Scripts Holding Co. Voluntarily.
Investors sent Walgreen's stock price tumbling, but Wasson insists the decision was in the long-term interest of the company.
Last week, Wasson upped the ante again.
For the first time in its 111-year history, the nation's largest drugstore chain moved to expand beyond its North American footprint with a $6.7 billion cash-and-stock deal to acquire a 45 percent stake in the European pharmacy and health-and-beauty retailer Alliance Boots GmbH.
The deal, expected to close by Sept. 1, will create the world's largest buyer of prescription drugs, with a network of 11,000 stores in 12 countries.
It includes an option for Walgreen to take full control of the Swiss-based Alliance Boots in about three years for an additional $9.5 billion in cash and stock, and the assumption of the company's substantial debt.
In the eyes of Walgreen investors, it's a risky bet. On the day the deal was announced, shares of Walgreen stock dipped 5.85 percent. A day later, shares fell nearly 3 percent. Walgreen stock closed Friday at $29.57, up 42 cents, or 1.4 percent, after Wasson defended the Boots move in a meeting with investors. He called it "a once-in-a-lifetime brand and asset that could set this company up for the next 10 to 20 years."
Wasson faces the monumental challenge of stitching together two blockbuster brands with long, separate histories at the same time he is reinventing his business at home.
Whether the string of deals pays off might well define Wasson's career.
'World is moving too fast'
Since Wasson graduated from pharmacy school at Purdue University in 1981, his life has been consumed by all things Walgreen.
He started as an intern gofer, took his first job there as an assistant store manager and never looked back.
He now spends most Saturdays holed up in his airy fourth-floor suite in a suburban office park in Deerfield. Members of his executive team are expected to be at his side.
At night, he goes home to his wife, Kim, who spent 17 years working for the company. His younger brother, Brad, has carved out a 30-year career at Walgreen. A sister, Terri, manages a Walgreens in Chicago.
It's not uncommon for him to send his deputies emails after midnight.
"Guilty," he says.
When he picks up a book, it's almost always a nonfiction work about health care or a biography about successful political or business leaders.
Even when Wasson retreats to his property on a private lake in southern Indiana for a respite with his family, his baggage usually includes two "big items to think through," each related to Walgreen.
"There's just too much to do," said Wasson, who is stoic, yet warm. "The world is moving too fast."
Kim, his wife of 31 years, says her husband never stops working but once in awhile manages to toil in "a relatively relaxed manner."
"He's got one of those minds that's going all the time," she said. "Luckily, he's got so much to do at Walgreens that, in a funny sort of way, that's good for him. It's healthy for his mind."
Amid the most dramatic overhaul in the U.S. health care system in 50 years — and at a time of unprecedented upheaval in the industry that works in the space between his pharmacies and insurance companies and employers — Wasson is leading Walgreen through a massive reinvention.
Much like he did with the Duane Reade deal in 2010, Wasson is hoping to co-opt the best innovations and forward-looking strategies employed by Boots' 3,300 stores and implement them in his nearly 8,000 Walgreens.
Wasson wants his stores to be known as a destination for "health and daily living." He wants his customers to take their medications as prescribed. He wants them to go in for immunizations and vaccinations. He wants them to turn to store pharmacists, nurse practitioners and doctors for primary care.
In short, Wasson believes Walgreen can and will play a much larger role in the delivery of health care.
Walgreen has built or converted about 200 stores, including its flagship in the Loop, to so-called Well Experience stores with additional medical staff. It plans to convert 200 more by the end of the year.
"We think we have a tremendous opportunity to roll out new and unique services to patients," Wasson said. "We can really help fill in some of the gap in primary care and access to health care in this country. It's good for our patients, and it's good for us."
An early education
Gregory David Wasson was born in 1958, the second of five children of Richard "Dick" and Phyllis Wasson.
He spent his first years in Delphi, Ind., a speck of a town about 100 miles southeast of Chicago. Dick Wasson built some savings and bought a plot of farmland a few miles north of town.
Dick Wasson, who sold roofing, siding and other housing materials, then bartered with a neighboring farmer to swap part of his farmland for a wooded area overlooking a nearby lake.
"There was literally nothing there," Brad Wasson said. "It was just some woods and an old abandoned house than hadn't been lived in for decades."
Dick Wasson saw something bigger: the perfect place to start a family-run campground. He dubbed the little bluff Walnut Ridge and figured people would pay a few bucks to stay for a week at the lake.
The enterprise turned a modest profit and served as the Wasson boys' first lesson on how to run a business.
"He'd say 'Hey, Greg, find something that people want, put a fair price on it and service the heck out of it,'" Greg Wasson said.
Four mornings a week, one of the three Wasson boys would get up about dawn to mow the lawn in sections. Afterward, they'd drive around to campsites, selling bundles of firewood they had chopped.
A teenage Greg Wasson managed waste collection — that is, the draining and disposing of sewage waste harvested from holding tanks in the parked campers.
"We worked really, really hard, but we just didn't know anything different," said Brad Wasson, who is group vice president of Walgreens Health Systems Solutions Group. "We didn't realize we were running a business, but we were learning very basic leadership and relationship skills."
In his spare time, Greg Wasson also worked for the farmer next door, baling hay and doing other chores as a teenager.
"My dad taught me two things: Work hard and be humble," he said.
Although neither of Wasson's parents attended college, they expected each of their children to pursue an education beyond high school. All of them did. Wasson had a couple of relatives who were pharmacists, and they steered him to Purdue University's College of Pharmacy.
There, he met Kim, who was in the same program. They skipped their college graduation ceremony to get married. A day later, they loaded a U-Haul and drove to Houston.
Career on the rise
Three days later, Wasson started his first job in a Walgreens, in management training, a job suggested to him by Jerry Karlin, whom Wasson met during a college internship at Walgreen's corporate headquarters.
Wasson had told him "he was very interested in going somewhere he could learn and get ahead quickly," Karlin said.
Within four months, Wasson was managing his own store.
At the same time, Kim Wasson started in a Walgreen pharmacy, and she also rose quickly to manage her own store.
"She had a very strong reputation, and people in the company were impressed with her abilities and saw the potential for something more," Karlin said.
Kim continued to work, on and off, with Walgreen for about 17 years before deciding to stay home full time with the couple's two girls.
After managing a series of stores in Houston, the Wassons moved to Milwaukee, where Greg became a district manager at age 27, a position he called "intimidating" because many of the 30 or so store managers who reported to him "had been working in stores longer than I had been alive."
From there, they moved to Boston, where Wasson spent seven years managing a three-state region where Walgreen was trying to get a better foothold. He and Kim fell in love with the Northeast.
Then came another fateful call from Karlin, who was overseeing all Walgreens in the western half of the United States. He asked Wasson to manage the rollout of several stores in Las Vegas, a new market for Walgreen.
"We loved it in Boston. We were happy there. So when (Karlin) called, I kind of stiff-armed him," Wasson said.
A week or so later, the Wassons were driving to Smugglers' Notch, a ski resort in Vermont. It was late at night and their two young girls were asleep.
"I told my wife that I basically said 'no' to Jerry," Wasson said.
For a few minutes, there was dead silence in the car.
"Then Kim said, 'Greg, we've got to do it,'" Wasson said. "So we did."
The Las Vegas market became the top new-market opening in Walgreen history, blowing away sales projections and catapulting Wasson's profile within the company.
"That's when Greg became a star," said Karlin, who left the company six years ago.
Colleagues gravitated to Wasson, who was "soft-spoken, bright, sincere and humble," Karlin said. "Greg was like a little farm boy. He had a quiet gentleness about himself. He was very charismatic."
Wasson was promoted to a regional vice president of store operations in 1999 and three years later was named president of Walgreens Health Initiatives, which handled mail-order, specialty pharmacy and pharmacy benefit management services.
In 2007, he was promoted to chief operating officer, a position that traditionally had served as the springboard for Walgreen CEOs-in-waiting. That's when, Wasson said, he knew he was the "heir apparent" for the company's top job.
Takes reins amid tumult
Wasson was handed the reins in February 2009, amid tumult within and outside the company.
The previous CEO, Jeff Rein, had resigned four months earlier after only two years in the job.
The economy was in a historic downturn, and Walgreen had just lost to rival CVS Caremark Corp. on a bid to buy a chain of more than 500 West Coast drugstores operated byLongs Drug Stores Corp.
Walgreen stock was trading in the low-$20 range, down from more than $50 slightly more than two years earlier.
At the same time, Wasson had in his hands a real estate portfolio that any retailer would envy. Walgreen's focus the previous decade was "location, location, location." During that period, the company amassed some of the most valuable retail properties across the country.
But he also found a company doing little to leverage those prime corner locations.
Later that year, he began ushering the company through a wholesale restructuring and rebranding campaign with a goal of revamping the look and feel of its stores, expanding health care services and enhancing cosmetics counters and fresh food offerings.
He moved regional vice presidents out of headquarters and into their regions to shift some of the decision-making out of "the ivory tower" and into the hands of those closest to the business.
He also empowered his executive team to tackle big decisions.
"The message from Greg is, 'You're in charge, and you better deliver,'" said Mark Wagner, Walgreen's president of community management, who oversees the company's retail stores and supply chain. "At the same time, we're all in this together. He's always got your back."
It's a view that extends to many of Walgreen's 247,000 employees, who often ask to take photos with Wasson when he visits their stores. Wasson always obliges.
Despite Wasson's penchant for shying from the spotlight, he is in it. And the glare isn't always kind.
Those closest to Wasson call him a visionary. But the Wall Street analysts who follow the company are less committal, often referring to his legacy as a work in progress.
Hanging over Wasson's head is the complex situation with Express Scripts, which parted ways with Walgreen on Jan. 1, taking more than 88 million annual prescriptions with it.
Three months later, federal regulators approved Express Scripts' $29.1 billion acquisition of Medco Health Solutions Inc., which put even more Walgreen business in jeopardy. Combined, the two firms accounted for about 213 million of the scripts Walgreens filled in 2011, about one-fourth of the total.
Although Walgreen retains its relationship with Medco, it's unclear what will happen when a contract between the two expires at the end of the year. Several analysts suggested that solving the situation should be Walgreen's top priority.
Whether Wasson's bold moves pay off "remains to be seen," said Matthew Coffina withMorningstar Inc.
"No one could argue that he's taking the company in a new direction, that's for sure."
Greg Wasson, president and CEO,Walgreen Co.
Family: Wife, Kim, daughters Lindsay, 23, and Courtney, 21. Both followed their parents to Purdue University. Brother Brad and sister Terri Lhotka also work for Walgreen. Kim worked for Walgreen for 17 years.
Lives in: Long Grove
Loves: The desert
Hobbies: Visiting Walgreens across the country; watersports; spending time with his family at their lake home in southern Indiana. He ran the Boston Marathon twice.
Fan of: The Oakland Raiders; Bruce Springsteen
Civic involvement: Serves on the boards ofWorld Business Chicago, the Field Museum, the Museum of Science and Industry and the Midtown Educational Foundation. Member of The Economic Club of Chicago, The Business Council, The Wall Street Journal CEO Council and the civic committee of The Commercial Club of Chicago. Chairman of the Illinois chapter of the American Cancer Society's CEOs Against Cancer.

domain: news


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MU Legend OST – Jesper Kyd Interview
Today we have an interview with the composer of MU Legend‘s OST: Jesper Kyd!
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The Industrial Packaging Market was valued at USD 56.19 Billion and is projected to reach USD 76.08 Billion by 2027, registering a CAGR of 5.03% during the forecast period (2022 – 2027). The increasing volume of resources and products being transported to various regions is one of the major factors that has led to the importance of industrial bulk packaging.
New York, Aug. 04, 2022 (GLOBE NEWSWIRE) — Reportlinker.com announces the publication of the report “Industrial Packaging Market – Growth, Trends, Impact of COVID-19 and Forecast (2022 – 2027)” – https:// www.reportlinker.com/p06311656/?utm_source=GNW
The industrial packaging market is highly dependent on global import and export activities. While products, such as drums and pails, are in high demand by heavy manufacturing industries, other products, such as handling containers and IBCs (Intermediate Bulk Containers), have huge applications in logistics. and the transport of goods over short distances.
Rigid plastic IBCs are used in various industries, such as the food and beverage industry, the pharmaceutical industry, the chemical industry, and the paints, inks and lubricants industry. The Rigid Intermediate Bulk Container Association (RIBCA) of North America represents the interests of individuals, businesses and corporations engaged in the manufacture or assembly of rigid intermediate bulk containers.
Recently, industrial packaging company Mauser presented its new skINliner barrier technology at a customer event in Heidelberg, Germany. Mauser skINliner barrier technology combines the advanced barrier performance of multi-layer plastic film technology (e.g. against hydrocarbons and/or oxygen) with the logistical and lifecycle advantages of rigid packaging. The new modular packaging design allows for reuse and recyclability.
In line with the changing demand for durable and recyclable industrial packaging products in the market, companies have launched new innovative products in the market in accordance with the requirements. For example, in May 2022, Berry Global’s bin liner business in the UK launched a new range of high strength bin liners, made from recycled plastics.
Additionally, increasing usage of shipping containers is driving the market. In line with the growing demand in the market, the companies have collaborated with each other to bring new and innovative products to the market in accordance with the requirements of the customers.
For example, in April 2022, Novvia Group acquired Southern Container, LLC, a distributor of fiber, plastic, glass and metal packaging products. In line with the acquisition of Southern Container, Novvia would strengthen its Inmark business while strengthening its position in the market.
While over the past few years, people’s awareness of the harmful effects of plastic use has increased dramatically. Numerous campaigns and public initiatives have been taken by government authorities, associations and NGOs, among others, which have resulted in increased awareness among the population. Thus, the consumption of plastic packaging has experienced a significant decline in recent years.
The COVID-19 outbreak and subsequent lockdowns have affected industrial operations around the world. Some of the effects of the lockdown included supply chain disruptions, lack of availability of materials used in the manufacturing process, labor shortages, price fluctuations which caused production cost inflation , etc.
Main market trends
The food and beverage segment is expected to drive the market over the forecast period
The most commonly used industrial packaging for the food and beverage industries are drums, IBCs, corrugated boxes, pallets and bags. However, the packaging must be food grade certified. For example, IBC bins (designed with stainless steel tanks or poly-cage bins) are DOT/UN certified to ensure that the packaging used does not cause contamination of food products.
Kegs are widely used in the liquor industry. The main alcohol transported in barrels is beer around the world. The drums are made of steel, plastic or fibre. However, steel kegs are considered the safest by the US Department of Transportation, which is expected to push the storage and transportation of beverages in steel kegs further.
Increasing volume of craft beer production is expected to increase the demand for steel kegs in the market. For example, according to the Brewers Association, craft beer’s share of total US beer production volume was 13.1% in 2021, down from 12.2% in 2020. This is expected to drive demand for steel drums.
Corrugated packaging is mainly used for the packaging of processed foods, fresh foods, produce and beverages. For many different food products, corrugated packaging is becoming a viable alternative to plastic packaging. Paper packaging, for example, can be created more simply from recycled materials and recycled or composted.
The surge in eco-friendly packaging options has been spurred by this rapid wave of popular interest. According to Food Dive, 67% of customers worldwide believe it is essential that the items they buy come in recyclable packaging, with 54% saying it is a factor they consider when shopping. purchase. Those feelings don’t go away, with 83% of young shoppers willing to spend more on sustainably packaged products.
Asia-Pacific will hold a large market share
Over the past few decades, the industrial sector in China, one of the major market shareholders in Asia-Pacific, has experienced amazing growth. The growth of the sector has placed the country among the leading manufacturers and exporters of various types of goods. According to the National Bureau of Statistics of China, in 2021, the industrial sector contributed 32.6% of the country’s GDP.
In addition, the country’s value-added industrial output, an important economic indicator, grew 9.6% year-on-year in 2021. In December alone, industrial output rose 4.3% from last year. previous year and 0.42% compared to November.
Additionally, the adoption of industrial drums in the packaging industry is increasing. The packaging manufacturer focuses on recycling, reduction, packaging size optimization and safety. Industrial drums offer these features to many corporations and businesses to effectively maintain sustainability initiatives. According to the Industrial Steel Drum Institute (ISDI), steel drums safely transport approximately 50 million metric tons of material around the world each year.
Considering the growing demand, several vendors operating in the market are focusing on offering a wide portfolio of industrial packaging products. For example, Plastene offers a variety of transport and storage containers (Jumbo/FIBC bags) for dry and liquid (bulk) goods. Jumbo bags are increasingly replacing plastic, paper and cardboard packaging solutions for industrial customers.
The rest of Asia-Pacific includes South Korea, Singapore, Hong Kong and others. South Korea’s largest industries are electronics, automobiles, telecommunications, shipbuilding, chemicals, and steel. South Korea’s top 5 export products by value in 2021 were electronic integrated circuits, cars, refined petroleum oils, telephone sets including smartphones, and automotive parts or accessories. Overall, these top exports accounted for more than a third (36%) of South Korea’s total exports (source: International Trade Center). This mainly met the demand for industrial packaging.
The industrial packaging market remains highly fragmented due to the existence of numerous international, regional and local suppliers. Local manufacturers of industrial packaging products offer unique and innovative solutions at a lower price than international suppliers, resulting in an intense price battle.
May 2022 – Berry Global’s bin liner business in the UK has launched a new range of high strength bin liners made from recycled plastics. The recyclable bags would be made at the company’s manufacturing site in Heanor, Derbyshire, and would be offered in the UK.
May 2022 – Smurfit Kappa Group PLC planned to invest €35 million to build a packaging plant in Rabat, Morocco. It is said to be involved in the manufacture of its products for applications in various sectors, including industrial, pharmaceutical, fast moving consumer goods (FMCG), agriculture, ceramics and automotive.
The Market Estimate (ME) sheet in Excel format
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Read the full report: https://www.reportlinker.com/p06311656/?utm_source=GNW
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CONTACT: Clare: [email protected] US: (339)-368-6001 Intl: +1 339-368-6001


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According to a new report from Mobile Payments Today, the city of New Haven, Connecticut is introducing what’s called the “Parkmobile smartphone app.”
Billed as a “quick and easy way to feed the meter at on-street parking spots around the city,” the new app represents one of many ways in which local and state governments are turning to cutting edge and secure mobile payment solutions.
When it comes to debating what works best in government and for government, it can be difficult for the masses to find much to agree on… except for when the discussion turns to mobile payments.
As MMW reported last spring, Orange County, Florida recently made it possible for taxpayers to make their tax payments via mobile.
Point & Pay, a mobile payments solution owned by North American Bancard, announced in April that the Orange County Tax Collector’s Office has selected the company to provide its electronic tax and fee payment systems for County residents.
Residents in Orange County can now use credit cards, debit cards, and electronic checks to pay property taxes, vehicle tags, titles, and drivers’ licenses, and more.
“Our new agreement with Point & Pay is part of my mission to get results that make a difference for our families, workers and communities,” says Treasurer Scott Randolph. “I wanted a payment solution that would best position Florida for the future: people should be able to access their information and pay anytime, anywhere.”
Have local government agencies begun using mobile payments in your neck of the woods yet?


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Merger to create Australia’s leading fruit and vegetable supplier
The shairman of the combined group, Brian Gargiulo, said the merger was a natural extension of the very successful 10 year joint venture relationship between LaManna Group and Premier Fruits Group through Fresh Choice WA in Western Australia.
“LaManna Group and Premier Fruits Group have been very successful joint venture partners for over a decade in WA and the decision to merge our Australian operations reflects the deep mutual trust and effective working relationship between the two partners,” he said.
“The new company will retain the well known brands that our growers and customers identify with and we will continue to invest in those brands to provide better service outcomes for all trade partners in the future.”
The CEO of the combined group, Anthony Di Pietro, said the merger of the two companies will create a stronger, more sustainable company, capable of significant future growth which will benefit the Group’s growers, customers and employees. ■


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NEW YORK (TheStreet) -- CDW Corp (CDW) stock has had its price target and estimates increased, Barclays said Thursday. The firm said the revision was driven by demand in healthcare and SMB with higher levels of solution sales. A $36 price target has been set and "overweight" rating reiterated.
"We believe the pace of CDW's business remains solid, helped by a corporate PC upgrade cycle and strong education sales," analyst Ben A. Reitzes wrote in a report.
"We are raising our 2015 and 2016 annual estimates to account for our view that demand could improve in healthcare and SMB accompanied by higher levels of solution sales (higher margin)."
For fiscal 2014, Barclays forecasts adjusted earnings of $2.17 a share and sales growth of 7% to $11.51 billion.
Barlcays upped its estimates for adjusted earnings in fiscal 2015 to $2.48 a share from $2.46 a share with sales growth of 6% to $12.24 billion from $12.18 billion.
Fiscal 2016 estimates have also been increased to $2.78 a share from $2.72 a share with sales of $12.94 billion, previously $12.81 billion.
Must read: Warren Buffett's 25 Favorite Stocks


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ORONO, Maine – Industry needs to embrace bioenergy now or risk being left behind, forestry sector stakeholders said at a closing meeting of the Atlantica Bioenergy Task Force, Tuesday.
Capital cost requirements are hefty for some of the technology that would allow companies to produce energy, chemicals and other materials from wood.
But industry representatives said they need to change their mindsets now or they’ll be beat to the region’s biomass and left out of new revenue tools.
“We’ve got to get our heads around the fact that there are opportunities in the wood products business that are more than just incremental,” said Jon Porter, manager of forestry and fibre research for AbitibiBowater Inc., which owns a newsprint operation and sawmill in Nova Scotia.
The task force was made up of 22 industry, government and academic partners who were charged with finding bioenergy solutions relevant to New Brunswick, Nova Scotia and Maine, which all share the Acadian forest.
A final task force report will be released in January.
Industry spokespeople at the Thursday meeting agreed the area’s wood needs to be used here to create jobs and wealth, rather than in other jurisdictions.
While the New Brunswick government launched a biomass policy in early November that seeks to address who can harvest on Crown lands, private woodlot owners still control roughly 30 per cent of the provincial biomass, industry members said.
Forest products companies in New Brunswick are already watching the province’s forest material fuel plants in the United States.
Shawn Little is a forester at B & W Gillespie Ltd., a private woodlot owner and contractor in Harvey, N.B., that currently sells about 30 per cent of its wood chips to a cogeneration plant and pulp mill in Maine.
He said his company would save on transportation costs if there was a need for its wood in New Brunswick.
But with many sawmills operating at reduced production schedules and just a handful of cogeneration plants in the province, B & W Gillespie cannot find markets at home.
European coal-fired plants are hungrier than ever for Canada’s wood products in response to carbon taxes imposed by the European Union, which cost as much as New Brunswick’s most expensive energy per kilowatt hour.
Shipments of wood pellets are leaving en masse from Vancouver’s ports, bound for European destinations where companies are firing coal plants in part with wood, said Thomas Browne, the program manager for mechanical pulping and sustainability for FPInnovations, a national forest research body.
“What needs to happen here is there has to be a use of the biomass here that generates enough value for the woodlot owner and industry that it makes sense to use it here,” Browne said.
“Pulp mills have to have uses of the wood that are higher in value so they can pay the higher prices for biomass that I believe are coming.”
Randy Ross, the general manager of a Carleton County, N.B.-based manufacturing company, Carleton International Ltd., told the group he believes industry should go after the “low-hanging fruit-” cheaper technology that can offer quick returns.
“You’ve got to take advantage of the easiest one (technology) to implement first,” Ross said.
Ross attended the conference because his company wants to build equipment that would make harvesting forest material efficient and quick.
Torrefaction – a thermal pre-treatment or “roasting” of wood that creates pellets 30 per cent lighter to reduce transportation costs by about 60 per cent – is a relatively low capital cost option that got a lot of attention by industry and researchers at the conference.
Capital cost intensive refineries that produce biodiesel or bioethanol may be further in the future and may require help from other industries for expertise and financing, stakeholders said.
Other challenges exist for forest products companies, which include finding markets, influencing policy change and finding financing tools to fund new operations.
But the message was clear that there is no better time to act on bioenergy than now.
“The answer can’t be, we can’t afford it, because change costs money,” said Shawn Porter, the PricewaterhouseCoopers Inc. consultant who co-led the task force.


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With mounting pressure from small and medium-sized businesses (SMBs) as well as the media and politicians, U.K.-headquartered mining firm Rio Tinto is ditching its reverse factoring initiative, according to reports on Wednesday (Jan. 29).
“After review, Rio Tinto will no longer offer this accelerated payment option and will work on transition arrangements for those suppliers, representing about 3 percent of Rio Tinto’s 10,000 Australian suppliers, that had selected the option,” the company said in a press release.
The scheme cut invoices by about 2 percent if a supplier wants to be paid earlier than 30 days, which in turn freed up millions for Rio Tinto.
“Our suppliers are vital to our business success and we will continue to work to improve our partnerships with them. A supply chain of strong local suppliers is good for our business, good for local communities and good for the economy,” Rio Tinto Chief Commercial Officer Simon Trott said in the release.
Rio Tinto launched the reverse factoring payments scheme last year with Silicon Valley’s FinTech Taulia. Taulia then brokered allowances for suppliers who wanted to be paid within 30 days.
Australian Small Business Ombudsman Kate Carnell is against the scheme, saying it creates a situation that relies on a supplier’s drive or need to safeguard cash flow.
“This shouldn’t be that complex. Businesses should just do it [pay their suppliers within 30 days]. And they shouldn’t be using these sorts of products — reverse factoring products and even worse using AI [artificial intelligence] because then you don’t even have a standard product. You’ve got a product that varies based upon how desperate your supplier is — how ordinary is that?” Carnell said.
The Australian Competition and Consumer Commission said it was “examining allegations about certain payment terms, and whether they raise concerns under Australia’s competition and consumer laws.”
Rio Tinto said procurement practices “help sustain many Australian businesses.” The company said that Aboriginal businesses are “offered favorable terms.”
Telstra also came under scrutiny this week for its use of reverse factoring. Like Rio Tinto, Telstra partnered with San Francisco FinTech Taulia.


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Initial D manga successor MF Ghost briefly listed with 2023 TV anime E! News UK
The site of the Japanese automotive magazine Best car posted an image gallery for a non-public article which reads: “The Initial D Successor MF Phantom Finally adapted in anime !! 2023 TV Broadcast Green-Lit !!! âThe website listed the gallery as having photos from a promotional teaser video as well as an image that readsâ 2023 TV Anime Adaptation of Initial D Successor Green-Lit! âThe gallery has gone offline since Saturday, but the Internet Archive’s Wayback Machine is keeping a copy.
Shuuichi Shigeno (Initial D) launched the MF Phantom manga in September 2017. The 12th volume compiled was shipped to Japan on September 6.
The series is set in the 2020s, when self-driving cars are ubiquitous in Japan. The manga centers on Kanata Livington, a Japanese driver who returns to Japan after graduating at the top of his class at a racing school in England. The series also focuses on the MFG, a racing circuit on public roads that has gained worldwide attention.
Shigeno ended his Initial D manga in Young Magazine in July 2013, and Tokyopop published the beginning of this manga in North America, and Kodansha Comics and Comixology offer the full manga in English. The manga has inspired several animated television series, a live-action movie, several original video animation projects, and a hit game line. The manga recently inspired a trilogy of animated films, the third of which opened in February 2016.
Source: Internet Archive via tofutechnique, Yaraon!


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'Healthy' sweetener linked to high blood pressure
An ingredient in processed foods and soft drinks could be a recipe for high blood pressure, research suggests.
High fructose corn syrup (HFCS) is abundant in many types of foods and beverages and was originally viewed as a "healthy" method of sweetening.
Its introduction 20 years ago has caused consumption of the fruit sugar fructose to rise sharply, alongside increasing levels of obesity.
Although healthy amounts of fructose exist naturally in fruit, excessive amounts of the sugar may be harmful. Large quantities of fructose cause the liver to pump fats into the bloodstream that may damage arteries.
Researchers who carried out the new study in the US looked at more than 4,500 adults with no prior history of high blood pressure, also known as hypertension.
Fructose intake was calculated using a dietary questionnaire which asked participants to rate their consumption of foods such as fruit juices, soft drinks, bakery products and confectionery.
The study found that people who ate or drank more than 74 grams of fructose per day - equivalent to 2.5 sugary soft drinks - increased their risk of developing high blood pressure.
Blood pressure readings consist of two figures. The first "systolic" reading relates to when the heart is actively pumping. The second "diastolic" reading shows the blood pressure between beats.
"Normal" blood pressure is said to be a reading of around 120/80 millimetres of mercury (mmHg) depending on age.
Consuming more than 74 grams of fructose a day increased the chances of a reading of 135/85mmHg by 28 per cent, the study found. It also raised the risk of higher readings of 140/90mmHg and 160/100mmHg by 36 per cent and 87 per cent respectively.
The findings were presented today at the annual meeting of the American Society of Nephrology in San Diego, California.
Dr Diana Jalal, from the University of Colorado, and colleagues wrote in their paper: "These results indicate that high fructose intake in the form of added sugars is significantly and independently associated with higher blood pressure levels in the US adult population with no previous history of hypertension."
Further work was needed to see if lowering fructose consumption could normalise blood pressure, they said.
Americans today consumed 30 per cent more fructose than they did 20 years ago and up to four times more than they did 100 years ago, said the researchers.
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Thelondonpaper, the freesheet owned by News International, is teaming up with Google to launch a major extension to its website that aims to build a bridge across the two media platforms.
The new section, called thelondonknowledge, is des-igned to help site visitors plan evenings out in the capital by using interactive maps. Based on Google Maps, it allows users to search by category and area for entertainment and leisure venues that have been reviewed in the printed newspaper and find them on the online maps.
Readers of the thelondonknowledge will also be able to gather information on hundreds of venues, including bars, theatres, restaurants and exhibition openings. All the information is collated into a visual map and users will be encouraged to add their own reviews and recommend other venues and activities and rate existing listings.
A spokesman for the London freesheet says the launch marks the first phase of the roll-out, with plans to launch the service on mobile platforms in the medium term. He adds that thelondonpaper intends to build on its offering of interactive, location-based services which will provide a “genuine utility” for readers across all platforms.
Earlier this year, thelondonpaper.com launched a jobs website covering about 20 industries serving London and the South-east, including banking, education, retail, marketing and media. Thelondonpaper.com/jobs allows users to create their own profiles and track the status of their applications.


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Humor, sex and celebrities -- three of advertising's favorite tools -- don't really sell products, according to a new study of 5,000 TV commercials.
Information, not entertainment, is what persuades consumers, said the study by Research Systems Corp., an advertising-research firm that works for major consumer-products companies.
The Evansville, Ind.-based firm surveyed 1,000 U.S. consumers about their brand preferences before and after viewing the commercials.
RSC offered few specifics about its survey results, because in general it was testing the ads of its clients.
RSC said that commercials emphasizing how a product differs from the competition are the most effective. Consumers also found product demonstrations convincing.


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- Rwanda and Kenya lead E. Africa in the list of most entrepreneurial countries in Africa.
- All other five East African countries do not make Africa’s top 10 list.
- Fintech remains the leader in entrepreneurship growth in Africa.
Entrepreneurship is growing at a tremendous rate across Africa and is to date the most powerful catalyst for economic growth and creation of employment for youth.
According to the UN Assistant Secretary-General and Director of the UN Development Program Ahunna Eziakonwa, digital innovation is the leading enterprise in Africa.
Entrepreneurship, a solution to poverty
The diplomat also recognizes the diversity that Africa’s vastness offers numeurous opportunities but on the other hand creates new challenges to ‘creating universal solutions for issues such as poverty and food security, because each country has its own capacity for innovation.’
“I think one of the flaws in development practice in the past has been taking Africa almost as a country and [applying] the blueprint development template,” Eziakonwa says.
“It’s very diverse – it’s 54 different countries at different stages of their development and with different contexts and dynamics. And it’s important, therefore, that any investment first tries to understand this diversity and the specific context of each country, but also the capacities and capabilities in each place, and then target your interventions based on that reality on the ground.”
Nonetheless, while the diplomat acknowledges that most forms of self employment jobs in Africa involve the selling and reselling of crops and various goods; he, however, points out that there has been an extremely lucrative growth of business start-ups in the fintech industry.
Global payment options
It The global journey of the fintech industry took a decisive stance in 1998 when PayPal was established. It was one of the very first modern global payment options that allowed the transfer of cash digitally in normal day-to-day transactions.
By the end of 2022, there were well over 26,000 FinTech companies globally. Furthermore, not only does the industry represent the fastest growth in African entrepreneurship, it also represents the most lucrative enterprises. Case and point; Over 300 of the 26 000 FinTech companies are each worth over $1 billion.
Whether you’re moving money between accounts on your banking app, sending money to friends to split the dinner bill, trading stocks online, or paying for your coffee with a tap on your phone, all of this and more falls under the fintech -or financial technologies- umbrella.
The growth of fintech and its global adoption has been steadily gaining over the years, and there have been many drivers. A significant turning point was the 2008 global financial crisis, which dramatically shifted consumer trust, perception, and behavior, and increased demand for alternatives to the traditional financial banking system, fueling fintech innovations, including blockchain technology and digital currencies.
It was 1998 when PayPal was established as one of the first modern-day global payments companies. As of the end of 2022, there were well over 26,000 FinTech companies globally. Not only did the fintech industry grow in number of companies but it also represents some of the highest earning enterprises.
Notably, of the mentioned twenty thousand plus companies, more than 300 of them are worth over $1 billion, each.
To give you a glimpse of what fintech encompasses, it covers from major transactions like moving money between bank accounts using mobile banking apps all the way to simply sending a friend some money to split the dinner bill.
Fintech companies again range from trading stocks online to making a mobile payment for the smallest of purchases, say a cup of coffee. They cover blockchain technology digital currencies and any form of mobile money transfer; all these small and major transactions fall under the financial technologies umbrella that is now commonly known as the fintech industry.
For the developed World, the growth of fintech and its adoption found its turning point in the 2008 global financial crisis. At that point, there was a significant shift in consumer trust and behavior in traditional banking and investment options.
Simply put, people wanted alternatives to the traditional financial banking system, and guess who was there to offer the solution? The fintech industry.
Fintech driving financial inclusion
In Africa, the development of the Fintech industry has brought huge financial inclusion for the otherwise unbanked communities of remote areas in the country.
Previously, it was simply not feasible to set up bank branches in rural Africa but with the penetration of mobile phones and internet to these remote areas, the fintech industry covered the gap.
Now, across Africa, you can send and receive money from the remotest of areas anywhere on the continent. Africa’s fintech industry represents a total transaction value of $994 as of 2023.
This value is set to exceed $65 billion by 2030, this according to the Boston Consulting Group (BCG) enjoying and annual growth rate of 13 percent.
Generally speaking, fintech or not, entrepreneurship is growing in Africa. As a new report by the CEO World magazine has shown. It assessed over 100 economies touching all vital measuring aspects including innovation, competitiveness, infrastructure, labour skills, access to capital, and openness for business.
The research results listed ‘the top 10 most entrepreneurial countries in Africa’ known as the Entrepreneurship Index.
Top 10 most entrepreneurial countries in Africa
- South Africa: South Africa takes the lead as the most entrepreneurial country in Africa. South Africa boasts the second-largest economy on the continent and is a hub for industrialisation. It has highly-skilled workforce, competitive spirit, and a business-friendly environment.
- Rwanda: At second place, Rwanda’s dedication to innovation, coupled with improvements in infrastructure and business openness, has spurred a thriving startup culture.
- Morocco: Morocco secures the third spot. The north African country has a growing pool of skilled labour. Coupled with increasing competitiveness and access to capital, Morocco fosters favourable environment for startups to flourish.
- Kenya: At number four, Kenya is a hotbed for entrepreneurial endeavours. The nation’s resilience, growing innovation landscape and positive infrastructure developments fuel its entrepreneurial spirit.
- Nigeria: Securing the fifth position, Nigeria remains a powerhouse for entrepreneurship in Africa. Nigeria’s startup scene benefits from improving access to capital and an open business environment.
- Tunisia: Tunisia embraces innovation and competitiveness, placing it in the sixth spot. The country’s efforts to support small businesses and enhance infrastructure contribute to its thriving entrepreneurial ecosystem.
- Ghana: Ghana’s commitment to nurturing startups has landed it in the seventh position. The country’s favourable labour skills and openness for business have provided fertile ground for entrepreneurs to thrive.
- Botswana: In eighth place, Botswana showcases its dedication to fostering entrepreneurship. A growing economy, improved infrastructure, and a supportive business environment have contributed to its success.
- Cameroon: Cameroon embraces a burgeoning entrepreneurial spirit, ranking ninth. The country’s efforts to improve access to capital and enhance business openness have been instrumental in supporting startups.
- Egypt: Completing the top 10, Egypt is driving entrepreneurship with its vast potential and growing innovation culture. The country’s diverse labour skills and efforts to promote business openness have laid a solid foundation for startups.
List Source – CEO World magazine


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Qualcomm, the manufacturer of Snapdragon processors, is a key player in the smartphone industry. The Snapdragon Tech Summit is among the most awaited events by tech enthusiasts and industry experts. It's the stage where Qualcomm typically reveals its latest processors, Chips, modems, etc.
The Summit is scheduled for October 24-26 this year, generating a buzz. Why? It's widely expected that the Snapdragon 8 Gen 3 will enter during this event, promising to power the flagship smartphones in 2024.
Snapdragon 8 Gen 3 CPU Configuration: What's Cooking Inside?
The Snapdragon 8 Gen 2, which currently powers some impressive smartphones, boasts a 1+4+3 CPU configuration - one powerful core, four medium cores, and three little cores. But the Snapdragon 8 Gen 3 is poised to shake things up.
The leaked information suggests a 1+3+2+2 CPU design. That's one potent core, three medium cores, and two little cores, twice over. The chip has been seen in the rumor mill and is identified as the SM8650 model number.
Here's another significant shift. The Snapdragon 8 Gen 3 is expected to be a 64-bit-only design. In a world where technology constantly evolves, it's no surprise that the Android ecosystem has been moving towards 64-bit-only support. As of August 2021, the Play Store serves 64-bit apps to compatible devices. Even Arm, the giant in chip IP, initially dropped 32-bit support from its CPU roadmap.
Qualcomm is making some notable changes in its chip designs. Instead of sticking with 32-bit cores, they're embracing the power of the new ARMv9 CPUs. In this Shift, they're introducing the Cortex-A720 middle cores across two performance points. What does that mean? They opt for two cores with more substantial caches and faster clock speeds.
Alongside these powerhouses, they're incorporating three smaller configurations to create a chip that can seamlessly handle varying performance needs. The result? An SoC (System on a Chip) that's more versatile and capable of smoothly navigating the ever-changing performance/power curve.
They're also toying with the idea of using just two power-efficient cores, which, combined with the increasingly energy-economical mid-cores, could make having many little cores less of a necessity in modern chipsets.
The Role of Arm Cortex CPUs & AI Takes Center Stage with SD 8 Gen 3
When we talk about Snapdragon processors, the role of Arm Cortex CPUs cannot be understated. The Snapdragon 8 Gen 3 will likely be powered by Arm's latest Cortex-X4, A720, and A520 CPUs. These are 64-bit cores that promise a significant performance boost. The Snapdragon 8 Gen 2 included 32-bit and 64-bit cores, but with the 64-bit-only approach, Qualcomm is gearing up for even greater processing capabilities.
Artificial Intelligence (AI) is the buzzword of the tech world in 2023, and it's not going away anytime soon. Smartphones are already equipped with impressive machine-learning capabilities.
Qualcomm's Snapdragon platforms have played a significant role in advancing AI capabilities, and this trend is expected to continue with the Snapdragon 8 Gen 3. As AI becomes more integral to our daily lives, it's crucial to have the processing power to support advanced AI models running on our devices. In May 2023, Qualcomm released a whitepaper that centered on the future of hybrid AI, which operates in both the cloud and on local devices.
Regarding AI improvements, the full scoop is still under wraps, and we'll have to play the waiting game until the big reveal. However, it's a safe bet that we can anticipate some impressive enhancements, particularly when bolstering the support for compressed AI models.
We've already seen what's possible with Stable Diffusion on a demo device, even though it had limited capabilities. The Snapdragon 8 Gen 2 is already equipped to handle INT4, which is as compact as machine learning models get.
But it's not just about individual components; tighter integration between Qualcomm's Spectra ISP, Hexagon DSP, and Adreno 740 GPU might hold the key to unleashing some extra horsepower and delivering a significant boost in performance.
Connectivity and Beyond
Qualcomm knows that a smartphone isn't just about processing power. The Snapdragon 8 Gen 3 will come with a robust connectivity suite. With the promise of Wi-Fi 7 support, compliance with the latest Wi-Fi standard, and a new Snapdragon X75 5G modem, Qualcomm ensures that your device stays connected to the world seamlessly.
The latest Bluetooth 5.4 standard also introduces features like Periodic Advertising with Responses and Encrypted Advertising Data, improving power efficiency and security in ultra-low power use cases.
Qualcomm's Adreno 740 may be a household name, but it recently appeared in the shadows of Arm's Immortalis G715 architecture, as featured in the MediaTek Dimensity 9200.
Arm's architecture is set to receive a significant boost with the upcoming Immortalis G720 GPU. While impressive, the Snapdragon 8 Gen 2 scored slightly lower than the Exynos 2200 of 2022, powered by the AMD Xclipse graphics chip, in the Basemark's InVitro test. The Snapdragon 8 Gen 3 is expected to feature Dynamic Spatial Audio and Snapdragon Sound benefits.
We've already got Snapdragon Gen 4 rumors?
Here's the latest scoop on the upcoming Snapdragon 8 Gen 4. According to the reliable source, Digital Chat Station, the Snapdragon 8 Gen 4, likely sporting the model number SM87505, is gearing up to introduce some remarkable changes. The big news is that Qualcomm's custom Nuvia CPU technology will power it.
This is groundbreaking because it would mark the first time a Snapdragon smartphone processor utilizes a Nuvia CPU. The insider hints at the processor's core configuration, with a notable 2+6 CPU core layout.
It's all set to make its grand entrance, with an expected announcement in late 2024, preparing to grace the phones of 2025 with its enhanced capabilities.
In a previous article, we already discussed Snapdragon 4 Gen 2 - Qualcomm's Budget-Friendly Solution, but here is the question: Will the Snapdragon 8 Gen 3 live up to the hype and usher in a new era of mobile technology? The future certainly looks promising.


text: Lego Star Wars: The Skywalker Saga may not be released until 2021, according to a post that has since been removed from the official Lego Store website. The page current ly says The Skywalker Saga - Coming Soon after a brief period where the link only displayed an error code. After Lego Star Wars: The Skywalker Saga was announced and premiered at E3 2019 (check out our coverage here ), fans were eagerly awaiting a release date official. Like Gapreviously reported mesRadar in May of this year, a privately uploaded YouTube trailer appeared that allegedly revealed a release date of October 20, 2020. The trailer was quickly taken down, depriving us of the possibility of confirming this presumed release date. Now there's even more disruption in the strength of the release date, like the blink-and-you 'll-miss-it Lego Store listing makes it clear that Skywalker Saga is coming in 2021. If the delay is indeed true, this is no surprise given the difficulty faced by game developers when working under COVID-19 restrictions. Does a potential release date of 2021 mean the game will be available on next-gen consoles? The title was previously only announced for Nintendo Switch, Xbox One, PS4, and PC, but a postponement to next year that falls well after the release of the Xbox Series X and the PS5 could change things ... Either way, hopefully it doesn't affect the final product, as the game has shown a ton of promises in our overview. In Lego Star Wars: The Skywalker Saga, you'll be able to play through the stories in any order you choose (can I skip the “Rey is a Palpatine” one?) And freely traverse the Star Wars galaxy from a free hub world -roam. If a Lego Star Wars: The Skywalker Saga release date is confirmed, we'll make sure to update you accordingly. For now, check out the best upcoming games of 2020 and beyond .


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Bangladesh recently requested India to reconsider anti-dumping and anti-circumvention duties imposed on jute and jute cloth imports from the country, saying New Delhi should inform before imposing an export ban or restrictions on essential commodities. “Such detrimental measures dampened confidence of business and affected trade,” said Bangladesh commerce minister Tipu Munshi.
Bangladesh has closed all government-owned jute mills, Munshi told an India-Bangladesh Digital Conference on Agriculture Sector organised by the Confederation of Indian Industry recently.
Indian commerce and industry minister Piyush Goyal assured Munshi that India is taking steps to address the issue by creating adequate buffer stocks and increasing the area of cultivation of certain agricultural produce.
A recent notification by the Indian finance ministry authorising customs officials to ask for documents for imports to determine whether value addition criteria had been met and denying preferential duty under a trade pact was creating problems, Munshi said.
“Issuance of certificate of origin for preferential duty is guided by the ROO (rules of origin) of the agreement and the designated issuing authority of the export country issues it. The second check of origin is not consistent with the provisions of the agreement and has started affecting trade negatively,” he said.
Goyal suggested that both governments should set high benchmarks on how to capture a larger global share in textiles. “We both have apparel and textile exports together aggregating $67 billion. We should aspire to expand that five-fold so that we can provide jobs, increase earnings from international trade and support the development of economies of both countries,” he added.
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DA spices up typhoon rehab thru chili prod'n-A A +A
Sunday, July 27, 2014
CATEEL, Davao Oriental -- A year and a half after the typhoon Pablo destroyed coconut plantations, the face of devastation is now replaced by mushrooming hot chili farms.
"Most of the farmers here are dependent on coconut for livelihood. While DA [Department of Agriculture] is helping them rehabilitate their coconut farms there is a need for immediate source of income," said DA XI regional director Remelyn Recoter.
"Chili is suitable as it is fast growing, high yielding and with huge demand in the local and international markets," Recoter said adding chili is a staple household condiment among the locals.
The Subangon Dumang Makers (SDM), a major chili processor has also partnered with DA to assist their growers who had been affected by Typhoon Pablo.
"Despite the disaster, we needed to go on with chili processing to continuously supply our existing institutional markets," said SDM chairman Edgardo Arisola.
Clusters of chili production areas were organized. Each cluster covers at least 3-hectare farm within 10-kilometer radius.
The DA through its High Value Crops Development Program (HVCDP) provided 600 packs of chili as starter seeds, with each pack good for 1,000 square meters coverage.
According to DA-HVCDP, 1,000 square meters of chili farm could yield an average of 800 kilos of fresh chili. Minus the production cost, a farmer could earn P37,000 per cycle or an annual net income of P74, 000 with only a small fraction of land being utilized.
"The seeds provided by DA had been very helpful as farmers were able to immediately start planting and revived damaged chili plantations," Arisola said.
"Were it not for the chili seeds, it would be difficult for us to recover from typhoon's devastation as we need to spend for our basic needs such as food and housing materials," said SDM grower Junuel Batao.
Through DA's assistance, the number of chili farmers in the east coast of Davao Oriental dramatically increased from 247 to more than 1, 500 growers. Anticipating production surplus, DA-HVCDP XI provided UV plastics for farmers to install tent-type solar dryer for chili processing aside from providing production management training.
"Compared to conventional drying the dryer from DA has reduced our drying time from 4 and 1/2 days to only 3 days. It has helped us minimize losses as well as increased our income," said Juselyn Balilahon.
Balilahon earns P22,200 per harvest of dried chili where it is priced at P150 per kilo while fresh chili is only P65 a kilo.
"Our participation to agri-trade exhibits eventually paid off as we were able to tap institutional markets such as Porky's Best, Kablon Farms, and Green Mindanao who uses chili powder as one of the ingredients of their products," Arisola said, adding that marketing outlets are now in place in several malls in the region.
He said the Green Mindanao has purchased 120,000 kilos of chili powder and brought it to Yolanda affected areas where women were tapped in repacking.
"A product of typhoon Pablo affected communities is helping the recovery of typhoon Yolanda victims," Arisola said.
But the biggest boost to their sales came when Agriculture Secretary Proceso Alcala linked their association to have a marketing contract with the Vegetable Importers, Exporters, and Vendors Association Inc. (VIEVA).
The said vegetable exporter has given them an advance payment of P1.150 million for 2.5 metric tons of chili powder exported to Guam, USA.
Having heard in the news how typhoon victims in Davao Oriental recovered out of chili production, Mayor Nazif Ahmad Abdurahman of Simunul in Tawi-tawi was inspired to enhance their chili production.
In the Tawi-tawi province alone there is already a huge demand where a kilo of fresh chili gets a premium price of P300 to P700 per kilo. The growers there are also eyeing Sandakan and Sabah in Malaysia as its potential markets as chili is part of every Muslim meal.
"For us Muslims, our meal is not complete without chilies," Abdurahman said.
Published in the Sun.Star Davao newspaper on July 28, 2014.


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Fransmart, the global franchise development company behind the explosive growth of brands like Five Guys Burgers and Fries, QDOBA Mexican Grill and The Halal Guys, is expanding its leadership team with the appointment of seasoned food industry executive Don Baruch as Vice President of Franchise Support Operations. Baruch brings more than 25 years of franchise development and operations experience to support operations activities for Fransmart’s extensive portfolio of franchise brands. Most recently, Baruch was Vice President of Development for BurgerBusters, a more than 150-unit franchisee of Yum! Brands with Taco Bell, KFC and Pizza Hut restaurants, as well as several other national brands.
“An experienced franchisee, franchisor and franchise owner, Don brings a unique level of expertise and knowledge to fuel the success of our franchisees,” says Dan Rowe, Fransmart founder and CEO. “He has worked with some of the largest franchise brands in the nation with a proven track record for getting results. Our brands want 150+ unit franchisees so we decided to bring a key operations pro from a target franchisee onboard to coach our brands and their franchisees. Don is a dynamic addition to our talented Fransmart team; his strategic contributions will help drive our brands’ franchise development and expansion plans.”
After completing his MBA from Emory University, Baruch held senior operations roles with Yum! Brands and McDonald’s Corporation. As a successful multi-unit franchise owner for several national brands, Baruch’s extensive experience includes leading one of Taco Bell’s largest franchises to double in size over six years.
“It’s an incredibly exciting time to be in the franchising industry, and I look forward to helping Fransmart’s impressive portfolio of brands reach their full potential as leading global franchises,” says Baruch.
Fransmart has sold more than 5,000 franchises worldwide and launched franchising for Five Guys, QDOBA, The Halal Guys, Vapiano and many more, as well as invested in brands including Sweetgreen, Cava and by Chloe. Fransmart’s formula for success is finding the right emerging franchise opportunities at the right time and helping franchisors identify and develop successful, multi-unit franchisees around the globe.


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The keys to a young and healthy smile may be brushing and flossing — and eating plenty of fish.
In a study, people consuming the highest amounts of omega-3 fats — particularly two kinds found in fish — were significantly less likely to have periodontitis, a form of gum disease.
The Healthy-Fat Effect
The greatest gum-health benefits came from a type of omega-3 fat called docosahexaenoic acid (DHA), although eicosapentaenoic acid (EPA) showed subtle benefits as well. Both fatty acids are found in abundance in cold-water fish, such as salmon and sardines. People who got the most DHA from their diets or supplements had as much as a 20 percent lower risk of gum disease. Researchers think omega-3 fats may help calm oral inflammation caused by infections. The end result will be less tissue breakdown.
You need to eat only a moderate amount of fish to glean the sort of benefits enjoyed in the study. A good target, researchers say, is two servings a week of salmon, mackerel, herring, or albacore tuna. Eating much more didn’t afford extra health advantages. And if you don’t eat fish, algae-based DHA supplements can be a good alternative. After all, that’s where fish get their fat from.
More reasons to increase the omega-3s in your diet are:
- Better hearing
- More satisfying sex
- Healthier blood pressure
By YAHOO TIP OF THE DAY


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An Ellon brewery is among some of the North-east businesses taking part in a new craft beer festival which is being held in Inverness this weekend.
BrewDog will be venturing up north to participate in the North Hop festival at Eden Court on August 29 and 30.
The local firm will be joined by Deeside Brewery, Six Degrees North, Aberdeen bar operators and events company - 10 Dollar Shake and soft drinks maker - Summerhouse Drinks, from Rosehearty.
The festival - which is the first large scale craft beer event of its kind to be held in the Highlands - will include beers and ciders, artisan gins, cocktails, a feast of street foods and local musicians.
Business Development Manager for Deeside Brewery in Banchory, Neil Strachan, said: “So far 2014 has been a really busy year for us, recently being listed in Sainsburys and winning a great taste award. North Hop will be a great opportunity to get our brand out there to a wider audience.”
The 10 Dollar Shake team will be delivering artisan gins and beer cocktails at their pop-up bar. Adrian Gomes, who runs Aberdeen’s Tippling House has recently launched two new bars; Bos’n and Rye and Soda. He said: “It’s great that local Aberdeen businesses can grow together and North Hop will be a great opportunity to catch up with friends in the industry. We work closely with Deeside Brewery and stock their beers in our bars so heading to North Hop will allow us to all catch up whilst experiencing everything the festival has to offer.”
Stonehaven brewery, Six Degrees North, which opened its own bar on Little John Street last year, will also appear at the festival. They have since secured a legion of fans for their take on classic Belgian beer styles. Claire Rennie of Berry Scrumptious will be offering handcrafted, alternatives to traditional lemonades with her new Summerhouse Drinks range, which includes a Hint o’ Mint and Scottish Raspberry flavours.
Festival organiser, Michelle Russell, said: “The festival is shaping up to be fantastic and I would encourage as many people as possible to book early rather than risk missing out on the hottest ticket in town.”
Tickets are available from northhop.co.uk or from the Eden Court box office. The Friday event costs £15, £20 for the Saturday or a two-day pass can be purchased for both days at a cost of £30. Prices are subject to booking fees.


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SAN FRANCISCO (KRON) – On today’s edition of Rob Black’s Winners & Losers, financial expert Rob Black talks with KRON4’s James Fletcher about stocks, auto loans, and Disney+.
Rob also answers the viewer question, “How will marijuana stocks do in 2020?”
Stocks on a 5-day winning streak: The S&P 500 and Nasdaq Composite both hit all-time highs.
More borrows rejected for auto loans: A Federal Reserve Bank of New York survey of consumer credit showed an increase in the rate of auto-loan rejects to 8.1%.
Customers say goodbye to Netflix: A Bank of America survey of over 1,000 people in the U.S. reported that nearly 7% of people using both Netflix and Disney+ plan on terminating their Netflix accounts.
Latest News Headlines:
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- Car ban on Market Street in San Francisco begins next week
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Farfetch is betting on blockchain as part of the future of luxury with the announcement of its role as a founding member of new platform, Libra Association.
It is joining forces with companies including Facebook, Andreessen Horowitz, Ebay, Spotify and Uber for the fashion-focused platform, which will launch at the beginning of 2020.
It will include a digital currency designed to ensure efficient and secure cross-border payments, as well as a focus on product authentication and transparency.
The move will see Farfetch add digital identities, such as QR codes on labels, to its inventory of 600,000 items, according to Vogue Business. It will be working with Eon, a startup from its Dream Assembly accelerator that creates digital profiles of physical products, to do so.
Farfetch CEO José Neves says he especially wants to use the technology for its resell business, which it is currently piloting under the “Second Life” header. This lets users trade designer handbags for Farfetch credit. The value of blockchain here will sit particularly in that product authenticity and provenance area – showing where an item comes from and that it is indeed real.
“Blockchain is still in its relative infancy, but we think it holds a lot of promise with regards to how it could assist the luxury fashion industry scale solutions to these consumer expectations,” Neves said. “Having data intelligence around the life cycle of a product is what really empowers the circular economy.”
Farfetch’s strategy for the blockchain platform will be developed by its new chief data officer, Kshitij Kumar.
How are you thinking about innovation? We’re all about helping you build innovative integrations and experiences. The Current Global is a consultancy transforming how fashion, beauty and consumer retail brands intersect with technology, powered by a network of top startups. Get in touch to learn more.
British cycling brand Rapha has teamed up with software company Unmade to launch a personalized design service that enables customers to create their own team kits.
Rapha Custom allows cyclists to design their team’s own kits by starting from a template, and then choosing from a variety of layouts (such as plain or chevron) and over 40 color combinations. To further personalize it, they can upload their team logos and add text. The software will then show photorealistic renders of the final design onto any photography, including lifestyle imagery of a group in any location-based scenario. Designs are digitally printed on demand, and delivered within eight weeks.
“When launching Rapha Custom we looked to address some of the biggest constraints for groups of cyclists creating custom kit,” said Ed Clifford, head of Rapha Custom. “The market was crying out for a design led and fully digital customer experience that was seamless in manufacturing and delivery. Unmade’s software provides us with a best in class system that is fully automated and integrated throughout the entire process.”
Traditionally, creating a custom team kit requires long lead times and a poor experience for the user, as well as from a production perspective, high manual involvement in the design and production of it. This service however offers brands seamless integration through a dedicated platform within the e-commerce site, and a much more efficient customer journey as a result.
“At Unmade it is extremely important for us to work in partnership with forward-thinking brands who share our vision for creating real change within the fashion and sportswear industries, through bespoke experiences and collections that are both innovative and efficiently manufactured,” said Hal Watts, co-founder and CEO of Unmade. “Working in collaboration with the world leading cycle brand Rapha has allowed us to expand our capabilities from a knitwear focus into print.”
Beyond the customer-facing element of this service, Rapha will also be able to create time-limited content or designs for special editions, partner collaborations as well as internally, bespoke products on-demand for prototyping and short runs.
How are you thinking about e-commerce innovation? We’re all about finding you the perfect partners to do so. The Current Global is a consultancy transforming how fashion, beauty and consumer retail brands intersect with technology. We deliver innovative integrations and experiences, powered by a network of top technologies and startups. Get in touch to learn more.
Gucci has launched Gucci Equilibrium, an online communications platform designed to connect “people, planet and purpose” and to bring positive change in order to secure our collective future.
The aim is to promote the label’s commitment to sustainability and transparency both to its customers as well as internally to its 13,000 employees, its suppliers and the wider Gucci family. Focusing on purpose, the site explains, is about demonstrating integrity.
“These are critical times when we can all play our part in helping to deliver on the UN Global Goals and the Paris Climate Agreement,” Gucci CEO Marco Bizarri told WWD. “The only way to do that is by bringing people together, sharing ideas, innovation and experiences. This is the objective we have set for Gucci Equilibrium.”
The name reportedly comes from a balance between the aesthetic of what the brand produces, with the ethics in which it believes. The launch is accordingly part of a 10-year sustainability plan announced by the brand, which will be anchored in three pillars: environment, people and innovation.
“Environment” sees Gucci setting the target to guarantee the traceability of 95% of its raw materials, as well as the recent announcement it is banning furs; “People” includes a series of empowerment and diversity campaigns and social initiatives; and “Innovation” focuses on scouting and incubating startups, an approach also seen with the launch of its ArtLab space.
Visiting the platform allows the user to learn more about each specific initiative Gucci is embarking on under each pillar. In doing so, the brand is providing a content platform not only to celebrate and promote its achievements, but ensure it is held accountable for its actions in-keeping with its newly announced purpose.
Gucci has also announced a company-wide program alongside encouraging staff to dedicate 1% of their working time to volunteering in local communities.
Alibaba and JD.com have long competed with each other to become the dominant e-commerce force in China. Lately, their battle has escalated in the luxury arena.
Over the past few months, each has welcomed a wave of new luxury brands that have launched or are about to launch on their respective platforms. For example, Kering-owned Saint Laurent and Swiss jewelry and watch label Chopard chose JD.com, while most labels under the conglomerate LVMH (such as watchmaker Tag Heuer, beauty brands Fresh and Guerlain, and most recently the Spanish luxury brand Loewe) have chosen to work with Alibaba’s business to consumer (B2C) site Tmall.
“We see both JD.com and Tmall really ramping up their efforts to create a more high-end experience for luxury brands,” said Liz Flora, editor of Asia-Pacific research at the digital intelligence firm L2.
It is, indeed, good timing for both platforms to step up their expansion into the luxury sector, according to Jacqueline Wong, executive director of the luxury marketing agency Activation Group since the e-commerce giants can offer something that the gray market cannot.
“Chinese consumers have been accustomed to online shopping,” Wong said, “When it comes to purchasing luxury goods online, they are now looking for platforms that can give them more confidence (in contrast to other traditional gray channels such as daigou and local unofficial distributors).”
Also, Wong believes that because the two e-commerce giants have operated in China for years, they’ve been able to collect enough customer data that can be utilised to better serve luxury brands.
However, while the customer need for luxury e-commerce platforms is there for the taking, it shouldn’t be taken for granted and Alibaba and JD.com still have to put up a fight to meet their expectations.
How have their differing models affected the way that luxury brands engage with the platforms?
Alibaba’s Tmall and JD.com offer differing levels of partnership deals to international brands. Alibaba allows brands to launch official flagship stores on the site from which they can self-run their businesses, and sometimes provides them with necessary marketing, data analytics, and logistical assistance.
While JD.com also has flagship stores, it is thought of more like Amazon, a marketplace for a wide variety of products sourced from brands that then get distributed from JD’s own warehouse.
The different models have affected the way that luxury brands engage with the platforms. Currently, in terms of the pace of luxury brand acquisition, Alibaba’s Tmall is leading. According to a recent report by L2, as of 2017, 24% of its index luxury brands own a flagship store on Tmall, while only 10% of that group have one on JD.com.
But JD is quietly catching up. While its share of the market is less than that of Alibaba’s, overall, its warehouse operates 65% of L2’s index luxury brands as of 2017, a figure that is much higher than the number of flagship stores it has. However, without a flagship store, the platform cannot guarantee it has a direct relationship with the brand, necessarily, as luxury goods can also be sold by independent distributors.
The Farfetch partnership is also set to give JD.com a bigger advantage as it has strong relationships with luxury brands: 83% of L2’s index luxury brands are on Farfetch’s China site.
Alibaba’s strength is reflected in its close relationships with two major luxury powerhouses LVMH and Kering, which both own a load of elite luxury labels that are looking to expand further in the Chinese market.
What are some common challenges they are facing?
1. Fashion and Luxury DNA
“It is not the case that you list luxury items on your site, then consumers will just come to buy them,” said Wong from Activation Group when commenting on challenges faced by these two platforms to further tap into the luxury sector.
“These e-commerce platforms need to adjust their branding to show their fashion and luxury DNA. That’s how to uplift Chinese consumers’ expectations and confidence in purchasing luxury items on their sites.”
Unlike international luxury e-tailers such as Yoox Net-a-Porter and Farfetch, which have had luxury in their DNA from the get-go and long been endorsed by brands, Alibaba and JD.com both started with a grassroots profile. Therefore, whether they are able to transform their image through these luxury platforms in the eye of the market remains a pivotal question.
The issue of counterfeits is an old one, but it has been a constant thorn for international luxury brands looking to develop a closer relationship with Chinese domestic e-commerce platforms. It is a topic that cannot be avoided, particularly by Alibaba whose Taobao Marketplace has been flooded with fake goods.
“They are making a lot more progress now than they were last year,” L2’s Flora said and added that these ramped-up efforts are really paying off for them as this year, they have attracted several new brands such as Tag Heuer, Furla and Polo Ralph Lauren.
JD.com, on the other hand, has received less criticism on this front. “JD.com is a bit more advantageous at convincing brands that it could fight fakes,” Flora noted, “because it distributes products from its own warehouses. So it shows that they are able to be more on top of counterfeits than Alibaba.”
3. Customer experience
Another aspect that both platforms need to work on is creating the luxury customer experience online to satisfy buyers looking for exclusivity and premium services like the ones they receive at traditional brick-and-mortar luxury retailers.
Alibaba has relied on the “New Retail” initiative they are experimenting with to deliver a seamless shopping experience for consumers. This new data-driven business model will integrate online stores, physical stores and logistics, which has the potential to create high-end luxury experiences for consumers.
JD.com focuses more on the logistics side. It just unveiled the “white glove” express delivery service for luxury buyers. In some metropolitan cities, consumers can receive their orders within 24 hours and their packages are brought to them by well-dressed deliverymen in luxury cars.
Support the BFC’s Education Foundation, it brings to life the creativity, heritage and craftsmanship of British fashion, pulling together content from big names in the space – including brands, designers, craftspeople, photographers, stylists, models and more – and using technology to tell their stories.
There are immersive digital exhibits from the likes of Burberry, Stella McCartney and Vivienne Westwood for instance, a virtual reality experience of Manolo Blahnik at work in his atelier, and a high resolution capture of a couture dress from Alexander McQueen’s SS17 collection, allowing people to zoom in and see its threadwork in never-before-seen detail.
To mark the launch of the project, Paul Smith has also designed a special-edition Google Cardboard to enable the virtual reality viewing, and created online exhibits around five objects that represent his creative vision and brand.
Caroline Rush CBE, CEO of the BFC said: “The internet has been an incredible resource for opening up the fashion industry to a new audience, giving young people access to information not previously available. This collaboration represents a new step, bringing together diverse information into one, engaging place. We hope this legacy project will not only inspire but also educate – allowing young people wanting to get into fashion to see the breadth of individuals, skills and careers that make up this multifaceted industry.”
In total, there are over 1,000 assets to explore, including 20 multimedia exhibits, 25 videos and three virtual reality experiences, all accessible from anywhere in the world, on desktop, laptop or mobile.
Sarah Mower MBE, American Vogue chief critic and BFC ambassador for emerging talent, has also directed a short film captured in 360 VR so viewers can come face-to-face with industry luminaries. Included are Naomi Campbell, Anya Hindmarch, Edward Enninful and Joan Burstein.
Users can also search archive material from British fashion houses by colour and chronology, explore profiles of numerous of the industry’s other key players, and go behind-the-scenes with top craftspeople and producers of British fashion, including the Royal School of Needlework and Brora Cashmere.
It’s goodbye Hedi Slimane and hello Anthony Vaccarello quite literally on Instagram where Saint Laurent has wiped all of its previous posts on the @YSL account and replaced them with a single portrait of its incoming creative director Vaccarello.
The desire for a clean slate is not a surprising one – providing Vaccarello with the chance (if on Instagram alone) to start afresh with his vision for the brand.
Such erasing of history hasn’t been met kindly by fans however. Comments on the now single image, include: “Why delete Hedi Slimane’s work? Wtf”, “You deleted everything from Hedi’s tenure !! Bye b*tches”, “I found this very disrespectful towards Hedi’s work”, and: “That’s cute about Anthony but why take down Hedi’s photos? Hedi’s DNA will no [doubt] be continued. No issue with a new creative director but why erase the past 4 years?”
Many of the other comments show fans both disgruntled and hopeful about the changes. “We weren’t [buying] Saint Laurent, we were buying Saint Laurent by Hedi Slimane…no more Hedi Slimane…no more Saint Laurent! I’m sure they’ll lose a lot in revenue from 2017…another Pilati unselling era ahead!” reads one.
Another by comparison: “Vaccarrello for YSL makes sense to me. He reminds me so much of an early 90s Tom Ford. I have been observing Anthony’s work on Versus and under his namesake brand.. a fresh modernist approach is what this maison needs rn. Someone who can bring some sharp sex appeal and sophistication back. I’m sure he’ll do magic and will be a great fit. Meanwhile, Hedi with his punk rock + grunge vibes was tiresome af. I wish all the best for his career though.”
YSL has over 386,000 fans on Instagram. It seems no noticeable changes have otherwise been made on Twitter or Facebook.
It goes without saying that the digital landscape and where fashion brands fit into it, is evolving around us. Simultaneously, so are the influencers that are increasingly helping those stories get told and products get seen.
Here are seven predictions from Morgan Kaye, VP of community at Bloglovin’, about what all is happening, and what to expect from some of the biggest names this fashion week season:
Many of us have watched bloggers go through personal milestones from brand launches and website redesigns, to engagements and babies. With that said, many of our them are also shifting gears and branching out either to new categories and/or focusing their attention on being lifestyle experts. Lindsey Calla and Hannah Bronfman are just two girls leaving their fashion and lifestyle posts behind to rebrand themselves as fitness experts. This fashion week, we’ll see their expertise called on more than ever before as athleisure continues as a key trend.
Real time content and pulling the curtain back
While precisely planned and staged content still holds worth, the move for real-time/behind-the-scenes content is gaining momentum and receives unprecedented engagement. With the rise of Snapchat and Periscope, our favourite bloggers are lifting the hood to allow their audience to see them in real-time and real life. These platforms will be huge during this fashion week season. As we saw Tommy Hilfiger and Vera Wang embrace its use in September, we can only expect more fashion designers and bloggers to hop on the bandwagon. Behind-the-scenes fashion week content, outtakes, and personal experiences are superseding perfectly planned outfit posts.
Call me an influencer
The debate continues – how do bloggers want to be identified? It seems we have landed on the term “Influencer” for the time being, which is a much broader term than blogger or content creator and that’s why it works. During fashion week season, we’ll see a TON of influencers – such as twins Cailli & Sam Beckerman of Beckerman Blog, Chriselle Lim of The Chriselle Factor and Courtney Trop of Always Judging – in attendance at the hottest shows. As Influencers grow their businesses and grow their audiences on different platforms, it’s important to associate them with a name that can evolve and expand as quickly as this industry itself.
Mid-form content with embedded media
This fashion week, it’s all about words AND images. Bloggers are gearing back toward mid-form and longer form content – even Twitter is getting on board with additional character counts. The key to making their content super engaging is including embedded media. No fashion week post will be complete without a photo, video or gif.
Time for an upgrade
Have you noticed everyone’s shiny new websites? Everyone is stepping up their game this year. Blog formats are a thing of the past and new website designs with a magazine feel are taking over – ultimately raising the bar for new and emerging influencers. Specifically, we love what our friends at Man Repeller and MiniMode have done with their sites. These new layouts coincide with the trend for more diverse content and revenue opportunities such as influencer shops popping up.
Audience is everywhere
Now is a perfect time to get discovered. Never before has there been such a well-rounded variety of platforms to discover content and new influencers. Bloglovin’, Instagram, Snapchat, Pinterest, Vine and YouTube allow people of all demographics to engage digitally and discover new influencers and inspiration. Influencers now find it easier than ever to gain new audiences. This fashion week, we’ll see influencers engage their audiences via a combination of all these platforms. Although these audiences may be fragmented, the ability to reach engaged consumers online is highly accessible.
Fashion marketplace Lyst is predicting what will be a top seller during the sales period this Thanksgiving weekend off the back of consumer behaviour witnessed on its platform.
It places bucket bags and luxe backpacks like the Mansur Gavriel styles, as well as luxury lingerie from Myla, Agent Provocateur and Calvin Klein as among the big items. Others include fluffy coats from contemporary labels like Sandro, Maje and Zara, and classic styles like the trench coat, peacoat and robe coats in luxury fabrications from the likes of Burberry and Maxmara.
Brands including J Cew, Alexander Wang, Acne and APC will see uptake across basic sweats, t-shirts and fine knits in navy, grey and black, while statement shoes will play out through Balenciaga, Jimmy Choo, Steve Madden and Sophia Webster choices.
Lyst’s data scientists have pulled information from what’s currently trending on its site, as well as what people are adding to their feeds to receive sales alerts on.
The top 10 most searched-for designers on Lyst right now are: Prada, Givenchy, Gucci, Burberry, Valentino, Saint Laurent, Zara, Kenzo, Balmain and Topshop.
Lyst is expecting to have two million visitors to its site over the four days of Black Friday and Cyber Monday inclusively, and will be generating approximately 500,000 product updates every hour to help customers know immediately when the piece they have been lusting after go on sale, at the best price.
It will also launch The Holiday Shop on November 28, a virtual pop-up area on the site showcasing the hottest offers from the world of fashion in a bid to help facilitate consumers with their shopping. It will likewise provide real-time stock and price updates, this time all in one place across a broad variety of brands.
With an inventory of over one million items from more than 9,000 global fashion designers and retail stores, not to mention a solid group of actively purchasing consumers (a record $10m in sales was generated in a recent month), it might come as no surprise to hear Lyst has also got a lot in the way of data.
The once social curation site, now e-commerce platform, recently showcased that fact in collaboration with Holition.The latter created a projection that visualised the vast amount of data Lyst receives daily, in real-time. As per the video below, it documented around 250,000 items of clothing and accessories on the screen at any one time. Prices were shown, as were brands, combined designed to enable the viewer to understand and spot popular trends.
This “engaging and colourful piece of digital art”, as Holition refers to it, was on show at Lyst Studios, the company’s headquarters, in Shoreditch, London.
Said Holition CTO, Russell Freeman: “[Lyst] sucks up a huge amount of information every day and we wanted to be able to visualise that in a really beautiful way.”
Lyst, which launched in 2010, has also just announced what it refers to as a “complete brand refresh”. A new logo, a content-led homepage (as below) and a redesign across desktop, tablet and mobile are included. Working in partnership with creative agency Wednesday, the company has introduced a new aesthetic that it refers to as “modern, bolder and more distinctive”.
Chris Morton, Lyst CEO and cofounder, said: “We’ve spent much of the last four years focussed on building a deeply engaging product that delivers a truly personalised shopping experience for each of our millions of users around the world, and that’s now generating very meaningful sales for our partner brands and stores globally. I’m delighted that we have now been able to turn more attention to our brand, with this new identity and content based homepage forming the first of several exciting brand- led initiatives in the coming months.”
The move comes off the back of the aforementioned successful sales figures as well as the fact the company is on track to grow 400% year-on-year for the third year in a row. Its universal checkout launched in 2013, which enables shoppers to buy from different fashion brands and stores in one basket on Lyst’s website and mobile apps, is reportedly behind the growth.


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Office resellers still need to evolve and expand their product lines, argues Spicers CEO Alan Ball.
It’s quite amazing when you look at businesses today that started life in a completely different guise. Change or die has been a theme for this industry, yet many in the trade still maintain that holding onto those historic values will see them through the next decade.
Over in Las Vegas this week is the CES technology show, and it has been suggested that in the next decade a mobile phone – be it smart or not – will be a declining product. The view is that the up-and-coming technological breakthrough will be the phone watch, a device with everything a phone has but with much less chance of you losing it and with the ability to link so many more things we need and use.
I remember in the 1970s when we were ill that the orange cellophane-wrapped Lucozade bottle would come out to settle us down and make us feel a whole lot better. Today, Lucozade is the leading sports brand of soft drink.
And anyone who has attended an OPI event and listened to Jeff Hayzlett will know that Kodak – which started life in film and cameras – evolved into the first producer of the digital camera.
So what has all this to do with our industry? Why and how can we take these experiences and use them to our advantage?
Take a leaf out of the new online players and the ones that know offering an infinite number of lines to sell is the way forward. Staples is looking for one million lines, Shoplet is already selling over 300,000 and the contract stationers, which only stock maybe 6,000 lines, will sell anything the client wants by sourcing the product and making a margin for convenience.
Join the revolution and evolve your business today. Smart businesses don’t immediately tie up working capital in stocking these new line opportunities; they simply utilise the stock available from specialist distributors or wholesalers and have the product delivered.
Offering the extended range beyond traditional – and declining – office products is the start of the process to evolve your business into a more flexible and profitable enterprise.
I guarantee that if you try it, you will generate a minimum of £15,000 ($25,000) over the next six months. And if you really take the initiative, this extended offering will develop your business and make you future-proof – at least until the next technological revolution!
Reprinted courtesy of www.opi.net Blogs